Monday, June 05, 2006

Defining Design Thinking

A set of articles about "design thinking" ...

"A while back I attempted to distill the differences between the traditional business approach to strategy and the "design thinking" approach. The end result was the Difference of Design table that included points from Tim Brown, Roger Martin, Richard Florida, and my personal experiences.

Recently, I’ve been exposed to additional attempts at defining what makes design thinking a unique strategic value for business:

Strategy as Design (PDF), Jeanne Liedtka
"Design thinking is synthetic. Out of the often-disparate demands presented by sub-units’ requirements, a coherent overall design must emerge. Design thinking is abductive in nature. It is primarily concerned with the process of visualizing what might be, some desired future state and creating a blueprint for realizing that intention. Design thinking is opportunistic: the designer seeks new and emergent possibilities. Design thinking is dialectical. The designer lives at the intersection of often-conflicting demands – recognizing the constraints of today’s materials and the uncertainties that cannot be defined away, while envisioning tomorrow’s possibilities."

How do business people traditionally make deicions?, John Zapolski
"A design approach tries to construct or shape reality. The worldview difference is that a business viewpoint defines a situation objectively, from the outside." The world is out there, and we if we can understand it better than a competitor, we can respond more appropriately." A design viewpoint looks at a situation subjectively, participating in it from the inside. "We're making the world up by the choices, stories, products, and experiences we make. If they are compelling enough, other people will want to join in."   continued ...   (Via Functioning Form)

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